How to implement an on-the-job training program
When there is a gap between what an employee can do and what that employee should be able to do, training is needed. Most learning takes place on the job, and its success will depend largely on the effectiveness of the training method and the ability of the manager, or his or her nominee, to instruct the worker in that new skill. Here is a proven strategy to help you master the training process...
1. Don’t take the need for staff training lightly.
If you do not offer your staff the training they need to perform their jobs safely, you can be held liable for negligence. As lawyer Alan Levins elaborates in 'The Boss's Survival Guide':
"If you put a truck driver on the road without the training to keep him from being a hazard, you could be liable if he caused an accident. Similarly, an employee could file a claim if he were injured because a co-worker hadn’t been trained to properly use equipment. Believe it or not, an employee can even claim he can’t be terminated because the reason he caused $10 million in damage by forgetting to set the fire alarm at night was that he was not properly trained to do so!"
2. Define the training need.
Be alert as to the need for training within your organisation. For example:
- Be aware of any plans for expansion or changes in technology which might require new skills within the organisation.
- Identify any operating problems, the outcome of inadequate performance, which would be corrected by training.
- Use job analysis and performance appraisal to identify individual training needs.
3. Prepare yourself for the training session.
Although you may be completely familiar with all aspects of a given job, it is essential to make adequate preparations before attempting to instruct others. For example, determine how much skill you want the trainees to acquire by what date; break the job down into its various components; isolate and write down the key points; have the right equipment and materials ready; and make sure the workplace is in order.
